Building Organizational Change Capability

You can increase your organization’s capacity for change and better prepare for future change by building organizational change capability. We refer to this capability as Enterprise Change Management.

FOUNDATION

What is Enterprise Change Management?

Enterprise Change Management (ECM) is an organizational core competency that provides competitive differentiation and the ability to effectively adapt to the ever-changing world.

The result of organizational change capability is that individuals embrace change more quickly and effectively, and organizations are able to respond quickly to market changes, embrace strategic initiatives, and adopt new technology more quickly and with less productivity impact.

THE MODEL

What does organizational change capability look like?

An enterprise change management capability means change management processes are consistently and effectively applied to initiatives, leaders have the skills to guide their teams through change, and employees know what to ask for in order to be successful. 

At the enterprise level of change management, we see three dimensions:

  1. Consistent application and a common set of change management processes and tools on project and initiatives
  2. Individual competencies at leading change, from the top level executives to front-line employees
  3. A strategic capability or core competency 

However, this capability does not happen by chance and requires an intentional and strategic approach to embed change management across your organization. 
When this change management capability exists in an organization, it becomes the norm: the expectation, not the exception. And effectively adopting change becomes a differentiator and value of the organization.

Enterprise change management can take many forms and depends on the organization’s unique traits. Although there is no single approach, common elements do exist in organizations working to build organizational change capabilities:

  • A standard organizational approach or methodology for change management
  • A supporting structure: change management office (CMO), community of expertise or practice
  • Training programs for change roles or change leadership programs tyo build skills and competencies
  • Common and scalable tools to support application or role fulfillment
  • Integraties approach for project management an change management
  • Socialization: appreciation of the value of change management throughout the organization 

METHODOLOGY

3 success criteria for Building Change Capability

Leading organizations today are actively working to build organizational change capability. To start or elevate this journey, your organization must first treat “building an organizational change management capability” as a change itself.

To start moving past project-level applications of change management and toward building change capability:

1. Treat building change capability as a change project

Enterprise Change Management does not occur just because you want it to. To create an organizational capability in change management, you must lead and manage it as a change initiative. Which means designing, developing and deploying enterprise change management and applying change management to this change project to ensure that employees embrace, adopt and use it.

Prosci’s Enterprise Change Management (ECM) Boot Camp is a one-day program designed to help you kickstart this work. With our Prosci Enterprise Change Management Workshop we facilitate the process of building your roadmap for change capability. With attending this training or organizing workshop you get access to the Prosci Change Management Maturity Audit to assess the current state of change management management in your organization.

2. Build your business case by leveraging a ‘first’ win

From our experience and from Prosci benchmarking research we know the importance of a “first win” or success story. With this, you can create your showcase and business case of effective change management and its impact. A crucial element to build support and buy-in for change management and building change capability. It also helps people to understand what change management means.

3. Ensure leadership commitment and sponsorship

In all of Prosci’s change management best practices studies, the number one overall contributor to success identified has been active and visible support from executive leaders. Since building change capability is a change itself, active and visible sponsorship is needed for your organizations change capability journey as well. While you can certainly make progress from the bottom up, the effort will at some point need effective sponsorship to succeed. 

RESEARCH

Why Change Management?

How you manage change impacts the things that matter most to your organization, including your employees, your customers and your profitability. Given that organizations are facing faster and more complex changes than ever before, the reasons for change management are only growing. But more than anything, change management prepares, equips and supports employees, so they can engage, adopt and use the change successfully.

Improving project outcomes

Project management, which focuses on the technical side of change, and change management, which focuses on the people side of change, both play critical roles in change success. When using a best-practices approach to managing change such implementing a new accounting platform to streamline processes, how much can you improve the likelihood of meeting your project objectives? By a whopping 6X, according to Prosci’s research, where we’ve been surveying practitioners around the globe for more than 20 years.

With excellent change management, employees:

  • Adopt changes faster, more completely and more proficiently
  • Stay engaged in the organization during disruptive change
  • Understand why the change is happening
  • Have the time and tools to get on board and feel heard and supported

WIDELY USED APPROACH

Change Management Methodology

The Prosci Methodology is one of the most widely used approaches to change management in the world. To date, Prosci has certified more than 100,000 practitioners worldwide.

The Prosci Methodology and its associated models, tools and processes are based on 20+ years of research, making it a true best practices approach to change management. The main components of the Prosci Methodology are: the Prosci ADKAR Model, the PCT Model and the Prosci 3-Phase Process.

The Prosci Methodology is based on this fundamental principle:

The secret to successful change lies beyond the visible and busy activities that surround change. Successful change, at its core, is rooted in something much simpler: how to facilitate change with one person.

– Jeff Hiatt, Prosci Founder

Succeed with Six Free ADKAR Resources

Your success is our top objective! By now you’ve been exposed to the Prosci ADKAR Model it’s time to learn more about the building blocks which make up this powerful tool.

CHANGE MANAGEMENT RESOURCES

Enterprise Change Management

The discipline of change management has emerged and evolved over the past decades, and what was once an ad hoc, after-the-fact approach occasionally accompanied by a communications plan or training plan has been replaced by holistic, structured processes with complete toolsets for addressing change management at the individual and organizational level. The result of improved change management has been greater success at delivering objectives on time and on budget.

Enterprise Change Management (ECM) is an organizational core competency that provides competitive differentiation and the ability to effectively adapt to the ever-changing world. An enterprise change management capability means effective change management is embedded into your organization’s roles, structures, processes, projects and leadership competencies. Change management processes are consistently and effectively applied to initiatives, leaders have the skills to guide their teams through change, and employees know what to ask for in order to be successful.

The end result of an enterprise change management capability is that individuals embrace change more quickly and effectively, and organizations are able to respond quickly to market changes, embrace strategic initiatives, and adopt new technology more quickly and with less productivity impact. This capability does not happen by chance, however, and requires a strategic approach to embed change management across an organization.

Why take on Enterprise Change Management?

The simple answer to why an organization should invest in Enterprise Change Management is that it improves the financial and strategic performance of the organization through more successful change implementations. There are several approaches to telling the story and making the case for deploying change management:

  • Bringing Project Success to the Organizational Level
  • Building Capacity for Constant Change
  • Lowering Change Saturation
  • Applying Change Management More Efficiently and Effectively
  • Achieving Impressive Project Results

The Key to Succeeding in Enterprise Change Management

A solution for institutionalizing change management must be designed, developed, deployed, embraced and adopted to reach a point where change management is the norm. To fully address ‘Project ECM’, Prosci has built out step-by-step instructions and tools for:

  • Assessing the current state (how change management occurs today)
  • Defining the future state (how the organization will look once the capabilities and competencies are in place)
  • Designing the technical side of the transition state (the solution for institutionalizing change management)
  • Designing the people side of the transition state (how to build buy-in and commitment for change management)

Our Solutions to Kick-Start Your Organizations Change Capability Yourney

6 Tactics for Growing Enterprise Change Capability

We heard from 10 industry innovators about how they’re building change management into the fabric of the organization. Download this eBook to learn about the six tactics that emerged and the unique way each organization brought them to life.